The right questions in employee appraisals are crucial for constructive feedback and development. Open, activating questions promote dialogue and reflection, while closed or leading questions hinder the conversation. Depending on the type of conversation (annual review, feedback session, critical conversation, or development discussion), questions differ in goal and formulation.

Definition: What Are Employee Appraisal Questions?

Employee appraisal questions are targeted questioning techniques that managers use in structured conversations with employees. They serve to provide feedback, evaluate performance, agree on goals, and identify development potential. The type of questions varies depending on the conversation type and the goal of the discussion.

An employee appraisal is more than just an annual obligation – it is a central instrument of employee management that strengthens collaboration and reveals development perspectives. The quality of these conversations depends significantly on which questions are asked and how they are formulated.

Unlike informal everyday communication, employee appraisals follow a structure. They can serve various purposes: performance evaluation in annual reviews, constructive feedback in feedback sessions, solution finding in critical conversations, or goal setting in development discussions. The questioning technique must be adapted accordingly.

Why Are the Right Questions Crucial?

The choice of questions determines whether an employee appraisal is perceived as productive or as a waste of time. Properly formulated questions have several positive effects:

Foster Dialogue Instead of Monologue

Open questions encourage employees to share their perspective. Instead of a one-sided presentation by the manager, a real exchange emerges. Studies show that employees who feel heard in conversations demonstrate significantly higher job satisfaction.

Enable Honest Answers

Well-formulated questions without assumptions create an atmosphere of trust. Employees feel safe to address even critical points. The Harvard Business Review emphasizes in studies on feedback effectiveness that employees even appreciate negative feedback when it is delivered constructively.

Show Appreciation and Interest

Asking about opinions, goals, and needs signals genuine interest. This strengthens the emotional connection to the company and promotes a positive feedback culture. Employees feel perceived as individuals, not just as workers.

Identify Development Potential

Through targeted questions about strengths, interests, and career aspirations, managers can identify development needs early. This enables individual development and prevents talents from remaining unused or leaving the company.

Questioning Techniques in Employee Appraisals

The type of question determines the type of answer. Managers should know various questioning techniques and use them situationally.

Open vs. Closed Questions

Open questions cannot be answered with a simple yes or no. They typically begin with W-questions: What, How, Why, Which, Who. These questions encourage detailed, thoughtful answers and stimulate reflection.

Examples of open questions:

• "What are your goals for the next year?"
• "How could we improve team collaboration?"
• "Which projects would you like to take on in the future?"

Closed questions, on the other hand, can be answered with yes or no. They are suitable for fact-checking or confirmations but hinder dialogue. In employee appraisals, they should be used sparingly.

Examples of closed questions:

• "Do you have goals?" (better: "What are your goals?")
• "Are you satisfied?" (better: "How satisfied are you with...?")

Activating Questions

Activating questions stimulate reflection and initiative. They transfer responsibility and challenge employees to develop solutions themselves. This questioning technique is particularly valuable for development discussions.

Examples of activating questions:

• "What do you need to achieve your goals?"
• "How would you approach this challenge?"
• "What support would help you reach your full potential?"

Avoiding Leading Questions

Leading questions already contain a desired answer or assumption. They influence the response and should be avoided as they destroy trust.

Examples of leading questions (to avoid):

• "You also think the project went well, don't you?"
• "Are you having problems with your colleague?" (contains assumption)
• "You surely don't want to take on more responsibility?"

Better alternatives:

• "How do you evaluate the course of the project?"
• "How do you experience the collaboration in the team?"
• "What role would you like to take on next?"

Question Catalogs by Conversation Type

Different employee appraisals pursue different goals. Questions should be adapted accordingly.

Annual Review / Performance Appraisal

The annual review serves retrospection, performance evaluation, and goal agreement. It is the most comprehensive format and combines several aspects.

Questions for retrospection:

• "What were your highlights of the past year?"
• "Which achievements are you particularly proud of?"
• "What has changed since our last conversation?"

Questions for performance evaluation:

• "Which projects would you like to take on in the future?"
• "Where do you see your greatest strengths?"
• "Which skills would you like to develop further?"

Questions for goal agreement:

• "What are your goals for the next year?"
• "What is currently preventing you from achieving your goals?"
• "What support do you need from me as your manager?"

Questions for future perspective:

• "What role would you like to take on next in the company?"
• "Do your personal goals align with those of the company?"

Feedback Session

Feedback sessions can take place at any time and serve for constructive exchange about performance, behavior, or work environment.

Questions for constructive feedback:

• "How do you assess the quality of our collaboration?"
• "What has worked well in recent weeks and what hasn't?"
• "What expectations do you have of me as your manager?"
• "Are there suggestions for improving our work approach?"

Questions for self-reflection:

• "How satisfied are you with your current performance?"
• "What would you do differently in the next project?"

Critical Conversation

In critical conversations, it's about addressing problems without hurting. The questioning technique should be solution-oriented and empathetic.

Questions without accusations:

• "In your opinion, what happened with Project X?" (instead of: "Why did you fail?")
• "Is there something weighing on you that you'd like to talk about?"
• "How can we improve this situation together?"

Questions for root cause analysis:

• "What led to the deadline not being met?"
• "What obstacles are in your way?"

Solution-oriented questions:

• "What do you need to improve this situation?"
• "What measures could we take together?"

Important: Private questions about family situation, health, religion, or politics are taboo in critical conversations. Questions like "Are you having problems with your spouse?" also contain assumptions and are inadmissible. Better: "Is there something weighing on you that you'd like to talk about?"

Development Discussion / Goal Agreement

Development discussions focus on career perspectives, further education, and personal development.

Questions for career planning:

• "Where do you see yourself in three years?"
• "Which competencies would you like to expand?"
• "Which training programs would interest you?"

Questions for goal agreement:

• "What are your concrete goals for the next quarter?"
• "How do we measure whether these goals have been achieved?" (SMART criteria)
• "What resources do you need to achieve these goals?"

Practical Preparation: Using Conversation Foundations

Structured preparation is the basis for successful employee appraisals. The KOALA formula offers a proven guideline for the conversation flow.

KOALA Formula:

• K = Contact: Begin with appreciation and praise
• O = Orientation: Create transparency, prepare for emotions
• A = Occasion: Describe situation, listen actively
• L = Solution: Develop measures together
• A = Conclusion: Summarize, record next steps

Checklist for preparation:

• Announce appointment in advance (at least 1 week)
• Organize quiet room without disturbances
• Plan sufficient time (45-60 min for annual review)
• Review documentation of past conversations
• Compile question catalog
• Encourage employee to prepare

Objective data such as strength profiles from aptitude diagnostics can help managers place employee appraisals on a fact-based foundation. Platforms like Aivy provide scientifically validated assessments that offer clear indicators for development potential. Companies like Callways report that conversations through such insights become "significantly better and more to the point."

Do's:

• Begin with positive aspects
• Listen actively, let them finish
• Name concrete examples
• Develop solutions together
• Record agreements in writing

Don'ts:

• Conduct as an interrogation
• Only express negative criticism
• Formulate assumptions
• Conduct conversation under time pressure
• Ask private questions

Frequently Asked Questions About Employee Appraisal Questions

What are open questions in employee appraisals?

Open questions are questions that cannot be answered with a simple yes or no. They typically begin with W-questions: What, How, Why, Which. Open questions promote reflection and detailed answers that enable deeper insights.

Example: "What are your goals for the next year?" is an open question, while "Do you have goals?" is a closed question. The open variant leads to a richer dialogue and shows genuine interest in the employee's perspective.

Which questions are taboo in employee appraisals?

Private questions about family situation, health, religion, or politics are generally taboo. Also to be avoided are leading questions with assumptions like "Are you having problems with your spouse?" or closed yes/no questions without room for dialogue.

Questions that put employees under justification pressure ("Why didn't you accomplish that?") should also be avoided. Better are descriptive questions like "What happened with this project?" or "What obstacles were there?"

How do I start an employee appraisal?

A good opening creates a positive atmosphere. Begin with appreciation and an open question like: "What was your biggest success since our last conversation?" The KOALA formula recommends first establishing contact before the actual occasion is discussed.

Also clarify the goal of the conversation transparently: "In your opinion, what is the goal of this conversation?" or "What needs to happen for you to say the conversation was worthwhile?" These questions show that it's a dialogue at eye level, not a lecture by the manager.

Which questions are suitable for an annual review?

In annual reviews, three time perspectives are important: retrospection, present, future. For retrospection, questions like "What were your highlights of the past year?" are suitable. For performance evaluation: "Which projects would you like to take on in the future?"

For goal agreement, questions include "What are your goals for the next year?" and "What is currently preventing you from achieving your goals?" An annual review should include 10-15 core questions and last 45-60 minutes.

How do I ask questions in critical conversations?

In critical conversations, formulation is crucial. Describe instead of evaluating: "In your opinion, what happened with Project X?" instead of "Why did you fail?" Ask about causes empathetically: "Is there something weighing on you that you'd like to talk about?"

Focus on solutions: "What do you need to improve this situation?" Show empathy through active listening and asking questions without accusations. The German Society for Human Resource Management (DGFP) emphasizes that a respectful tone is essential even with difficult topics.

What is the KOALA formula in employee appraisals?

The KOALA formula is a structured guideline for employee appraisals:

• K = Contact: Begin with appreciation and praise
• O = Orientation: Create transparency, prepare for emotions ("Is it okay with you if I address critical points?")
• A = Occasion: Describe situation, listen actively, mirror what was heard
• L = Solution: Develop measures together
• A = Conclusion: Summarize, record next steps

This formula helps conduct conversations in a structured and respectful manner, regardless of the occasion.

How many questions should an employee appraisal contain?

There is no fixed question catalog – quality over quantity. The number of questions depends on conversation type and duration:

• Annual review: 10-15 core questions (45-60 min)
• Feedback session: 5-8 questions (20-30 min)
• Critical conversation: 3-5 focused questions (20-30 min)

More important than the number is that you leave room for detailed answers and dialogue. A conversation with three well-formulated open questions can be more valuable than a question catalog with 20 closed questions.

How do I document answers in employee appraisals?

Create a protocol with date, participants, discussed topics, and agreed measures. Goal agreements should be recorded in writing according to SMART criteria (Specific, Measurable, Attractive, Realistic, Time-bound).

The employee receives a signed copy of the protocol. This documentation serves as the basis for the next conversation and creates commitment. According to specialist literature (DeMicheli, 2015), structured documentation significantly improves goal achievement.

Conclusion

The right questions in employee appraisals are the key to constructive feedback, successful development, and long-term employee retention. Open, activating questions promote dialogue and reflection, while leading questions and closed questions hinder conversation flow.

The questioning technique should be adapted to the respective conversation type: Annual reviews require comprehensive retrospective and future questions, feedback sessions focus on concrete situations, critical conversations need empathetic, solution-oriented questions, and development discussions aim at career perspectives.

The KOALA formula offers a proven structured process that leads from contact establishment through solution finding to binding conclusion. Thorough preparation with a checklist and question catalog is as important as documentation of results.

For HR professionals: Invest time in developing your questioning technique. Well-conducted employee appraisals not only strengthen individual performance but also the entire corporate culture and measurably contribute to employee satisfaction.

Would you like to use objective strength analyses as a foundation for development-oriented employee appraisals? Learn more about objective strength analysis and potential development with Aivy

Sources

• DeMicheli, Marco (2015). Guide for Successful Employee Appraisals and Employee Evaluations. Practical handbook with sample conversations.
• Schmid-Egger, Christian (2018). Conducting Employee Appraisals Successfully. Beck Verlag. Common mistakes and strategies.
• Zenger, Jack & Folkman, Joseph (2014). The Power of Feedback. Harvard Business Review. https://hbr.org/2014/03/your-employees-want-the-negative-feedback-you-hate-to-give
• DGFP e.V. (German Society for Human Resource Management) (2020). Practice Paper Employee Appraisals. https://www.dgfp.de/
• Heidenberger, Burkhard (2025). Conducting Employee Appraisals: Guide, 17 Questions, Tips. Zeitblüten. https://www.zeitblueten.com/news/mitarbeitergespraech-fragen-formular-leitfaden/
• HRweb.at (2025). Employee Appraisal Question Catalog. https://www.hrweb.at/2018/08/mitarbeitergespraech-fragenkatalog-mitarbeitergespraech-fragebogen/
• Haufe.de (2024). Employee Appraisal. Expert knowledge and tools for HR. https://www.haufe.de/thema/mitarbeitergespraech/